ORGANIZATIONAL BEHAVIOR S T E P H E N P. R O B B I N S E L E V E N T H E D I T I O N W W W. P R E N H A L L. C O M / R O B B I N S © 2005 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 6 Motivation Concepts TWELFTH EDITION

© 2005 Prentice Hall Inc. All rights reserved.6–1 Defining Motivation Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Key Elements 1.Intensity: how hard a person tries 2.Direction: toward beneficial goal 3.Persistence: how long a person tries Motivation The processes that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal.

© 2005 Prentice Hall Inc. All rights reserved.6–2 Hierarchy of Needs Theory (Maslow) Hierarchy of Needs Theory There is a hierarchy of five needs—physiological, safety, social, esteem, and self- actualization; as each need is substantially satisfied, the next need becomes dominant. Self-Actualization The drive to become what one is capable of becoming.

© 2005 Prentice Hall Inc. All rights reserved.6–3 Maslow’s Hierarchy of Needs Lower-Order Needs Needs that are satisfied externally; physiological and safety needs. Higher-Order Needs Needs that are satisfied internally; social, esteem, and self-actualization needs. E X H I B I T 6–1 Source: Motivation and Personality, 2nd ed,, by A.H. Maslow, Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ.

© 2005 Prentice Hall Inc. All rights reserved.6–4 Assumptions of Maslow’s Hierarchy Movement up the Pyramid Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Maslow Application: A homeless person will not be motivated to meditate! Maslow Application: A homeless person will not be motivated to meditate! Individuals therefore must move up the hierarchy in order.

© 2005 Prentice Hall Inc. All rights reserved.6–5 Theory X and Theory Y (Douglas McGregor) Theory X Assumes that employees dislike work, lack ambition, avoid responsibility, and must be directed and coerced to perform. Theory Y Assumes that employees like work, seek responsibility, are capable of making decisions, and exercise self-direction and self-control when committed to a goal.

© 2005 Prentice Hall Inc. All rights reserved.6–6 Theory X Managers See Workers As… Disliking Work Avoiding Responsibility Having Little Ambition Theory Y Managers See Workers As… Managers See Workers As… Enjoying Work Accepting Responsibility Self-Directed

© 2005 Prentice Hall Inc. All rights reserved.6–7 Two-Factor Theory (Frederick Herzberg) Two-Factor (Motivation-Hygiene) Theory Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. Hygiene Factors Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When factors are adequate, people will not be dissatisfied.

© 2005 Prentice Hall Inc. All rights reserved.6–8 Two-Factor Theory (Frederick Herzberg) Bottom Line: Satisfaction and Dissatisfaction are not Opposite Ends of the Same Thing! Separate constructs –Hygiene Factors--- Extrinsic & Related to Dissatisfaction –Motivation Factors--- Intrinsic and Related to Satisfaction Hygiene Factors: Salary Work Conditions Company Policies Motivators: Achievement Responsibility Growth

© 2005 Prentice Hall Inc. All rights reserved.6–9 ERG Theory (Clayton Alderfer) Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Core Needs Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth: desire for personal development. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. Concepts: More than one need can be operative at the same time. If a higher-level need cannot be fulfilled, the desire to satisfy a lower- level need increases. ERG Theory There are three groups of core needs: existence, relatedness, and growth.

© 2005 Prentice Hall Inc. All rights reserved.6–10 David McClelland’s Theory of Needs nAch nPow nAff Need for Achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for Affiliation The desire for friendly and close personal relationships. Need for Power The need to make others behave in a way that they would not have behaved otherwise.

© 2005 Prentice Hall Inc. All rights reserved.6–11 Matching High Achievers and Jobs E X H I B I T 6–4

© 2005 Prentice Hall Inc. All rights reserved.6–12 Cognitive Evaluation Theory Providing an extrinsic reward for behavior that had been previously only intrinsically rewarding tends to decrease the overall level of motivation. The theory may only be relevant to jobs that are neither extremely dull nor extremely interesting.

© 2005 Prentice Hall Inc. All rights reserved.6–13 Goal-Setting Theory (Edwin Locke) Goal-Setting Theory The theory that specific and difficult goals, with feedback, lead to higher performance. Self-Efficacy The individual’s belief that he or she is capable of performing a task. Factors influencing the goals– performance relationship: Goal commitment, adequate self- efficacy, task characteristics, and national culture.

© 2005 Prentice Hall Inc. All rights reserved.6–14 What is MBO? Key Elements 1.Goal specificity 2.Participative decision making 3.An explicit time period 4.Performance feedback Key Elements 1.Goal specificity 2.Participative decision making 3.An explicit time period 4.Performance feedback Management by Objectives (MBO) A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress.

© 2005 Prentice Hall Inc. All rights reserved.6–15 Cascading of Objectives E X H I B I T 7–1

© 2005 Prentice Hall Inc. All rights reserved.6–16 Linking MBO and Goal-Setting Theory MBO Goal-Setting Theory Goal SpecificityYesYes Goal DifficultyYesYes FeedbackYesYes ParticipationYesNo (qualified)

© 2005 Prentice Hall Inc. All rights reserved.6–17 Why MBO’s Fail  Unrealistic expectations about MBO results  Lack of commitment by top management  Failure to allocate reward properly  Cultural incompatibilities

© 2005 Prentice Hall Inc. All rights reserved.6–18 Why MBO’s Fail

© 2005 Prentice Hall Inc. All rights reserved.6–19 Reinforcement Theory Assumptions: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Assumptions: Behavior is environmentally caused. Behavior can be modified (reinforced) by providing (controlling) consequences. Reinforced behavior tends to be repeated. Argues that behavior is a function of its consequences.

© 2005 Prentice Hall Inc. All rights reserved.6–20 Equity Theory Referent Comparisons: Self-inside Self-outside Other-inside Other-outside Referent Comparisons: Self-inside Self-outside Other-inside Other-outside Equity Theory Individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities.

© 2005 Prentice Hall Inc. All rights reserved.6–21 Equity Theory (cont’d) E X H I B I T 6–7

© 2005 Prentice Hall Inc. All rights reserved.6–22 Equity Theory (cont’d) Distributive Justice Perceived fairness of the amount and allocation of rewards among individuals. Procedural Justice The perceived fairness of the process to determine the distribution of rewards.

© 2005 Prentice Hall Inc. All rights reserved.6–23 Justice and Equity Theory

© 2005 Prentice Hall Inc. All rights reserved.6–24 Expectancy Theory Expectancy Theory (Victor Vroom) The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. E X H I B I T 6–8

© 2005 Prentice Hall Inc. All rights reserved.6–25 Expectancy Theory Relationships  Effort–Performance Relationship –The probability that exerting a given amount of effort will lead to performance.  Performance–Reward Relationship –The belief that performing at a particular level will lead to the attainment of a desired outcome.  Rewards–Personal Goals Relationship –The degree to which organizational rewards satisfy an individual’s goals or needs and the attractiveness of potential rewards for the individual.